Setting goals obviously requires the ability of analysis and synthesis. Drucker believes that a person who can set goals may not necessarily become a manager; Just as a person can sew a needle and tie a knot in a narrow space, he may not become a surgeon. However, without the ability to set goals, one can never be a competent manager. Just as surgeons can make themselves better surgeons by improving their sewing skills, managers can also make themselves better managers by improving their skills and all their work achievements.
Second, in a sense, managers are engaged in organizational work. He analyzes the required activities, decisions and relationships, classifies the work, divides the work into manageable activities, and further divides these activities into manageable operations. He combined these units and tasks into an organizational structure. Managers choose people to manage these units and perform these operations. Organizational work also requires analytical skills. Because it requires the most economical use of scarce resources. But it is dealing with people, so it should be subordinate to the principle of justice and require managers to have integrity.
People work for different reasons, some for money, some for social status, some for others' appreciation, and some for satisfaction and self-development at work. As managers, we must be aware of the needs and changes of these people and ensure that employees work as effectively as possible. In short, motivation is to motivate and guide employees to achieve good performance. Managers should train employees, provide them with challenging and interesting jobs, and motivate them to pursue Excellence in their work. More importantly, as a manager, you must trust employees and treat them fairly. In addition to motivation, a manager should also do a good job of communication. He wants to organize people in various positions into a team. He does this through daily work practice, employee relations, "personnel decisions" on salary, job placement and promotion, and frequent information exchange and communication with subordinates, superiors and colleagues.
Fourth, managers should establish measurement standards. And the measurement standard is very important for the performance of the whole organization and the performance of individuals. Managers should set a measure for everyone. The measurement standard should not only pay attention to the performance of the organization, but also pay attention to the individual's work and help him do his job well. He analyzes, evaluates and explains achievements. He informed his subordinates, superiors and colleagues of the significance and results of these measurements. Measurement first requires analytical ability, but it also requires that measurement is used to promote self-control, not as a tool to control others. Measurement is often abused by people, so it is the weakest field in the work of managers at present. Drucker advocated informing interested parties of the measurement results. Measurement is sometimes used as a tool of the internal secret police to report the inspection and criticism of a manager's performance to the boss, but not even a copy to the manager himself. As long as measurement is abused as such a control tool, it will always be the weakest area in managers' work.
Five, the most important job of managers is to train people. The direction of this kind of training determines whether people-whether as people or as resources-can become more energetic or eventually lose their vitality completely. This applies not only to the people who are managed, but also to the managers themselves. Whether a manager trains his subordinates in the right direction and helps them grow up and become taller and richer people will directly determine whether he develops, grows or shrinks, is richer or poorer, and is progressive or retrogressive. People should constantly improve themselves. To this end, they need training, guidance and encouragement. They should be provided with opportunities for development. Only when people accept challenging jobs can they develop. When people work, it is inevitable that they will make mistakes of one kind or another. We should tolerate other people's mistakes. Drucker wrote: "The better a person is, the more mistakes he makes-because he will try more new things. I will never promote a person who never makes mistakes, especially never makes big mistakes, to the highest position. Otherwise, he will become a mediocre manager.
Sixth, communication.
Communication is a kind of perception; People must communicate in a language that can be understood through each other's experiences, even if carpenters speak in a language that they understand, communicate with doctors in terms that doctors understand, and so on. People can only communicate in the recipient's language or terminology, and terminology must be based on experience. If we don't know what the receiver, the real communicator, can see and why, we can't communicate. Before we can communicate, we must know what the receiver expects to see and hear. Only in this way can we find out whether we can communicate with his expectations.
2. Communication is an expectation; Communication always comes from motivation, which will definitely require the information receiver to be what kind of person, what to do or what to believe. In other words, communication is effective if it conforms to the wishes, values and motives of the information recipients, otherwise, it may not be accepted at all or even resisted.
3. Communication generates demand;
4. Communication and information are not the same thing. In fact, they are opposite to a great extent, but they are interdependent. Communication is a kind of perception and information is a kind of logic. Information is based on communication. In fact, the most perfect communication may be pure "sharing experience" without any logical content. Communication must be bottom-up, and communication must start from the receiver rather than the sender. This is the basis of listening theory, which is completely important and reasonable. Listening is just the beginning. Management by objectives is the premise of effective communication. Management by objectives requires subordinates to carefully consider what he can do for the organization and a unit in the organization, what his main contribution is, and what kind of responsibility he bears, and subordinates should also tell their superiors the conclusions they have considered. The conclusions drawn by subordinates are rarely what the boss expected. In fact, the first task of implementing target management is to show the perceptual differences between superiors and subordinates. Realizing that they have different views on the same reality is in itself a kind of communication.
Zhuge Liang of the Three Kingdoms failed to cultivate successors, so that "there is no general in Shu, and Liao Hua is the pioneer".